Recruitment

Process of
SQUARE
Toiletries
Limited
Recruitment Process of SQUARE Toiletries Limited

Prepared for

Farzana Elahi
Course Instructor
Human Resource Management

Prepared by

Rifah Lamisa (19102031)

Md. Minhaz Ul Zakir (19102035)
Noman Ahmed (19102045)
Zarin Tasnim Hoque (19102051)
Tahrima Khan Proma (19102056)

BBA Program

University of Asia Pacific

November 2, 2021
 Letter of Transmittal

November 2, 2021

Course Instructor,

Human Resource Management

Department of Business Administration

University of Asia Pacific

Subject: Submission of the project report on recruitment process of SQUARE Toiletries Ltd.

Ma’am,

With due respect we would like to state that we are the students of Department of Business
Administration. As a fifth-semester student, we would like to thank you for the direction you
have given us over the report on recruitment process of SQUARE Toiletries Limited. To prepare
the report we have collected what we believe to be the most important to make our report as
reliable as possible. This report is the result of the knowledge which has been acquired from the
respective course.

We would be grateful if you accept this report and enlighten us with your thoughts and views
regarding the report.

Sincerely,

Rifah Lamisa

Md. Minhaz Ul Zakir

Noman Ahmed

Zarin Tasnim Hoque

Tahrima Khan Proma

Executive Summary
Success of every business depends on its human resources. Finding the right man for the job and
developing him into a valuable resource is an indispensable requirement of every organization.
The right man can work effectively. And by doing so the goals of the organizations can be
achieved. And for that reason recruitment process is very important for finding that right person.

The human recourse process of Square Toiletries Ltd includes eight activities that are required
for staffing the organization and maintaining high levels of employee performance. Those eight
activities include: human resource planning, affirmative action plan, specific request of
managers, job analysis information, managers comments, and methods of requirement and
satisfactory pool of recruits. In STL the HR plan for hiring employee is usually forecast their
personnel capabilities based on the mission, strategic goals and objectives, and technological and
operational capabilities. Affirmative Action plan of STL includes: (1) hiring requisition:
additional staffs is hired in order to meet the demand of a specific department, (2) Approval of
requisition from MD: the paper for recruiting additional employee is sent to the Md for his
approval. If he approves the paper the HR manager then can hire employees, (3)
Internal/External Circular or CV sourcing: STL's HR collects the CV using different methods
and reviews it to find the suitable applicants. This process is mentioned elaborately in the report,
(4) Shortlist potential CV based on standard criteria: they shortlist the CV for the written test, (5)
written test: shortlisted candidates after receiving confirmation from AGM has to take a written
test, (6) Final Interview: After the written test the few candidates who passed the test has to face
interview. The method of recruitment is briefly discussed on the Phase 3 of the report. STL
recruits employees in three distinctive ways depending on job grade/group. The first one is entry
level management, second is the mid or/and senior level management. And lastly the graded staff
or non-management staff. Then the constraints and challenges STL faces while recruiting is
discussed and finally the selection process is given.
 Table of Contents
1.0 Introduction...............................................................................................................1
1.1 Origin of the report................................................................................................................1
1.2 Objective of the Report..........................................................................................................1
1.3 Scope of the study..................................................................................................................2
1.4 Methodology..........................................................................................................................2
1.5 Limitations.............................................................................................................................2
2.0 Company Overview...................................................................................................3
2.1 Company Profile.......................................................................................................3
2.2 Organization Symbol.............................................................................................................3
2.3 Vision.....................................................................................................................................4
2.4 Mission...................................................................................................................................4
2.5 Objective................................................................................................................................4
2.6 Values and Principles.............................................................................................................4
2.7 Department of STL................................................................................................................5
2.7 Organogram of STL...............................................................................................................6
3.0 Recruitment Process in SQUARE Toiletries Ltd......................................................7
3.1 Human Resource Management Process.................................................................................7
3.2 Phase 1...................................................................................................................................8
3.2.1 HR Planning....................................................................................................................8
3.2.2 Affirmative Action Plan..................................................................................................8
3.2.3 Specific Requests from Managers...................................................................................9
3.3 Phase 2.................................................................................................................................10
3.3.1 Job Analysis Info...........................................................................................................10
3.4 Phase 3.................................................................................................................................14
3.5 Phase 4.................................................................................................................................16
4.0 Conclusion:..............................................................................................................................18
5.0 References................................................................................................................................19
1.0 Introduction
For an organization to develop, reinforce and change the culture of it, the most important factor
can be its human resource. In today’s world it is really important to understand the significance
of the value that a business brings forward. In order to come up with unique value proposition in
HR it is also important that HR managers take very detailed steps to make sure that they are able
to choose the individuals who will be the best fit for the company. Such ways are also followed
by one of the most prominent toiletries brand of Bangladesh, SQUARE Toiletries Ltd. Therefore,
this report is going to be covering the whole Recruitment Process of SQUARE Toiletries Limited
as extensively as possible.

1.1 Origin of the report

This report has been prepared for Farzana Elahi, course instructor of Human Resource
Management. This report is about the Recruitment Process of SQUARE Toiletries Ltd, and it
will count as a partial requirement of the mentioned course.

1.2 Objective of the Report

Primary Objective

The main objective of this report is to provide necessary information about the procedures of
Recruitment techniques followed by the SQUARE TOILETRIES LIMITED through the HR
Department and recommendation.

Secondary Objective

a) To have a clear view about what is actually happening in the field of HRM of the selected
business organization.
b) To collect information and insight about the Recruitment function of the organization.
c) To experience different Recruitment system those are being followed by Square
Toiletries Limited.
d) To relate the theoretical knowledge with the real-life experience of the Recruitment
process of Square Toiletries Ltd.

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1.3Scope of the study
The report has been prepared on the recruitment process of Square Toiletries Limited. The main
objective of the study is to utilize the knowledge from the course to understand the recruitment
process of Square Toiletries Limited and gain experience from it.

1.4Methodology
Secondary data was collected from Square Toiletries websites and other related websites and
documents. Due to COVID-19 situation we could not visit the company for collecting
information. We collected our datas from different articles and websites.

1.5 Limitations
We are pleased enough to get an opportunity to prepare a report on “Recruitment process of
SQUARE TOILETRIES LIMITED”. We tried our heart and soul to prepare a well-informed
report but still we had some limitations like-

 Within a short amount of time we had to prepare other courses reports. For that
reason, we could not get enough time to prepare this report.
 Because of the short time, we couldn’t get the primary data.

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2.0 Company Overview

2.1 Company Profile

In Bangladesh, Square toiletries limited manufactures over 50 international quality toiletries and
cosmetics products. A challenging journey began for STL as it launched the brand "Jui" in 1988.
Square Toiletries Limited currently operates 16 popular brands for which it is ISO certified.

The company is a part of Bangladesh Square Group, one of the best-known conglomerates in the
country. The company has a turnover of USD 75 million, making it one of the largest and
leading FMCG companies in Bangladesh. STL has consistently introduced new products and
packaging concepts to Bangladesh through its relentless innovation. With their quality product
ranges through utmost sincerity, they have gained expertise and a willingness to satisfy
customers' expectations. STL believes that people are unique based on their needs, and that
maintaining consistent quality of their products is the best way to meet individual needs. In an
effort to be “as unique as you", they are relentlessly striving to maintain the best customer
service in the world.

2.2Organization Symbol

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2.3 Vision
To understand the unique needs of the consumer and translate that needs into products which
satisfies them in the form of quality products, high level of service and affordable price range in
a unique way.

2.4 Mission
 To treasure consumer understanding as one of our most valued assets and thereby
exerting every effort to understand consumers’ dynamic requirements to enable us in
offering maximum satisfaction.
 To offer consumer products at affordable price by strictly maintaining an
uncompromising stance with quality. With continuous R&D and innovation we strive to
make our products complying with international quality standards.
 To maintain a congenial working environment to build and develop the core asset of STL
– its people as well as to pursue for high level of employee motivation and satisfaction.
 To sincerely uphold the responsibility towards the government and society with utmost
ethical standards as well as make every effort for a social order devoid of malpractices,
antienvironmental behaviors, unethical and corruptive dealings.

2.5 Objective
To conduct transparent business operations within the legal & a social framework with aims to
attain the mission reflected by our vision.

2.6 Values and Principles

The three foundation pillars of Square Toiletries Ltd's values and principles are consumer,
employee, and societal well-being. Square Toiletries Ltd. believes it is their responsibility to
work for the betterment of society. Despite being a commercial organization, STL does not
always seek profit; rather, it strives to be even more focused on fulfilling its societal
commitments, and thus has a strong sense of responsibility to its customers, its people, and
society as a whole. These core values and principals are reflected in every single activity of STL,
from the day-to-day business operation of quality policy.

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2.7 Department of STL

5
2.7 Organogram of STL

6
3.0 Recruitment Process in SQUARE Toiletries Ltd.
3.1 Human Resource Management Process
Human Resource Management (HRM) is a management discipline that entails planning,
organizing, directing, and controlling the functions of acquiring, developing, maintaining, and
motivating a labor force. The Human Resource Management Process consists of eight activities
that are required for staffing the organization and maintaining high levels of employee
performance. The procedure is as follows:

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3.2 Phase 1
3.2.1 HR Planning
Planning is at the heart of all management functions. It should serve as the foundation for the
other areas. Planning necessitates management assessing where the company's human resources
are now and where they want to be in the future. From there, a suitable course of action can be
determined.

Action is determined and implemented to achieve the company's goals and objectives. Every
organization has a plan for hiring. STL also has its own employment planning. They are usually
forecast their personnel requirements based on their mission, strategic goals and objectives, and
technological and operational capabilities other changes that lead to increased productivity
Despite the fact that there are numerous methods for forecasting.

3.2.2 Affirmative Action Plan

Hiring requisition from department

Approval of requisition from MID

Internal/External circular or CV sourcing

Short list potential CV based on standard criteria

Written Test

Final Interview

Selection
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1. Hiring requisition from department:
First and foremost, the department feels compelled to hire additional staff in order to continue
operating. When they run out of personnel, the department head issues a request for additional
employees to be hired in that department to meet the demand.
2. Approval of requisition from MD:
Following the department head's employment demand, the paper is sent to the MD for approval.
If the MD approves, the proposal is sent to the HR department, and the recruiting process begins.
3. Internal/External Circular or CV sourcing:
STL's HR collects CVs in a variety of methods. They aim to find the best suitable CV for the job.
This process is elaborately presented in a latter section of this report.
4. Shortlist potential CV based on standard criteria:
They must shorten CVs depending on certain criteria after getting them. All of the CVs are
unsuitable for the necessary post. As a result, they must choose the most correct CVs for the
written test.
5. Written Test:
Shortlisted candidates are contacted for a written exam after receiving confirmation from the
AGM, HR, and the respective department head. They contact candidates to inform them of the
location, time, and date of the written test, as well as the essential papers.
6. Final Interview:
After the written exam is completed, the department head reviews the scripts before returning
them to the HR department. They must add up all of the script numbers and construct a result
sheet that shows how much of a percentage each candidate receives.

3.2.3 Specific Requests from Managers

To create the best recruiting environment possible, the hiring manager and recruiter must
communicate about open job requisitions, what's working and what's not working, challenges the
recruiter faces, hiring manager expectations, and a variety of other topics that will essentially
make both their jobs easier.

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3.3 Phase 2
Job Opening Identified: When an opening for a certain job has been identified the next tasks
for the recruiting mangers or executives is to prepare a detailed structure for the corresponding
job position.

3.3.1 Job Analysis Info

The job analysis info is a compilation of activities such as identifying the particular vacancy and
then developing a questionnaire. This questionnaire is then sent to collect data from existing
employees, managers, supervisors and everyone else directly involved to recruit candidates. This
collected data then helps to organize much essential contents to complete the analysis like Job
Description and Job Specification.

Job Description: A job description is a written statement that describes what the job holder
does, how it is done, under what conditions it is done, and why. It should accurately depict job
content, work environment, and working conditions.

SQUARE TOILETRIES LIMITED

Job Description

Job Title: Production Manager Job Code: xxx.xx

Date: October 25 2021 Author: Mr. Ismail
Job Location: HR Department Job Grade:
Supervisor: Mr. Shajahan Status: Full Time
Job Summary: The position of production supervisor or manager consists of supervising and
coordinating the activities of production and operating workers, such as inspectors, precision
workers, machine setters and operators, assemblers, fabricators, and plant and system operators.

Job Duties:

 Confer with management or subordinates to resolve worker problems, complaints, or

grievances
 Confer with other supervisors to coordinate operations and activities within or between
departments;

1
  Demonstrate equipment operations and work and safety procedures to new employees, or
assign employees to experienced workers for training:
 Direct and coordinate the activities of employees engaged in the production or processing
of goods, such as inspectors, machine setters, and fabricators.

Working Conditions: May be based on one site but could also be responsible for operations in a
number of locations. Unlikely risk of physical harm. Working hour is set to 40 hours but week
but could be needed to work at unsocial hours or be on work on weekends and public holidays on
special demand.

The above information is correct as approved by:

Job Analyst
Departmental Manager

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Job Specification: The job specification specifies the minimum acceptable qualifications that
the incumbent must have in order to successfully perform the job. The knowledge, skills,
education, experience, certification, and abilities required to do the job effectively are identified
in the job specification.

SQUARE TOILETRIES LIMITED

Job Specification

Job Title: Production Manager Job Code: xxx.xx

Date: January 3, 2015 Author: Mr. Shafiq
Job Location: HR Department Job Grade:
Supervisor: Mr. Rahim Status: Full time
Skill Factors

Education: Minimum requirement is BBA from any reputed university.

Experience: At least four year as Production Manager or other professional assignment in
personal area.
Communication: Oral and written communication skills should demonstrate the ability to
summarize job information succinctly. Must be able to effectively communicate with a diverse
workforce, including foreign-born employees.

Effort Factors

Physical demands: Walking through the production plant to check up on everything, sometimes
need to work for long hours which is physically challenging.

Mental demands: Extended visual and strategic attention is needed to observe production
activity. Planning and monitoring are to key cognitive requirements from the managerial
position. Other demands not necessarily but might include supervising production process,
monitoring labor force, collecting and disseminating information among executives and
employees.

Manager's Comments: In almost every part of the recruitment process it's crucial that recruiters
take notes from the managers under whose supervision the new trainee/employee will be

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working. STL give much importance to this due to which they have a very low employee
turnover ratio.

Job Requirements:
 Create and deliver thought leadership and quality control systems that strengthen the
organization.
 Controlling clients' market distinction and position as market leaders
 Maintain and control finished goods, raw materials, and corrugated inventories at the
plant.
 Manages employees by setting performance objectives, allocating resources, and
evaluating performance.
 Leads and directs production management and employees in order to continuously
improve quality, reduce waste, and increase throughout.
 Lead production team members in new business development efforts.
 Ensure overall plant performance and quality standards are met.
 In charge of articulating and defending work standards and directional choices.
 Accountable for developing and directing high-quality work with the team.

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3.4 Phase 3
Methods of Recruitment:
Square Toiletries Limited recruits in three distinct ways, depending on the open position's job
type. As a result, the organization's recruiting process is divided into three categories, each of
which is dependent on the job grade/group. These are as follows:
1. Entry-level Management
2. Mid or / and senior level Management
3. Graded staff / Non-Management staff

Internal Source:
Within the organization, there may be someone who is qualified for the job. If there is, the
current workforce is moved to make room for the chosen individual in the new position. If no
such individual exists inside the organization, management proceeds to the next phase.

Job-posting programs:
When internal job vacancies are announced to workers through job-posting programs, which tell
employees about the opening and needed requirements and ask qualified employees to apply, the
HR department becomes engaged. Typically, announcements are displayed on business bulletin
boards or published in the company newspaper. Qualifications and other facts are frequently
derived from job analysis data. The purpose of the job advertising is to encourage employees to
apply for promotions and transfers, which will assist the HR department in filling internal
openings and meeting the personal goals of employees. Not every job position is advertised.
Senior management and top staff jobs, in addition to entry-level employment, may be filled by
merit or external recruiting. Lower-level clerical, technical, and supervisory roles are the most
popular job postings.

External Sources:
After considering all of the foregoing choices, the organization decides to hire outside if
necessary. Vacancies should be filled by those who have the appropriate skills, credentials,
experience, and competences for the job. As a result, if no appropriate applicant exists inside

1
STL, Bangladesh, an external advertisement should be published to attract possible candidates,
followed by the selection procedures.

Advertisement:
To acquire talent from the market, the company places advertisements in national dailies (both
Bangla and English). Bdjobs is one of SATL's primary sources for obtaining resumes from
suitable applicants. STL publishes two sorts of ads in the newspapers. It occasionally hides its
identity in advertisements by merely stating a GPO BOX number. The goal of concealing one's
identity is to minimize undue pressure from stakeholders to hire their preferred candidates.
However, the corporation risks losing out on market talent who would have applied for the same
position if they had known the company's identity. This is why, in a recent job post, the firm left
the organization's name open, despite the fact that the candidate's quality was a critical criterion
to evaluate. The corporation hopes to recruit the top potentials among all the others by releasing
the STL identity.

Employee referrals:
This is another place where you may get STL. The term "employee referral" refers to the use of
personal relationships to identify employment openings. It is a recommendation for a job
candidate from a current employee. The employee recommendation is based on the principle that
"it takes one to know one." Employees in this scenario are urged to offer the names of
acquaintances who work in other organizations for a potential vacancy in the near future.

Employment Agency:
An agency recruits and prescreens candidates, referring those who appear to be qualified to the
organization for additional evaluation and ultimate selection. Only if an agency has a thorough
grasp of the position it is attempting to fill will it be able to screen successfully. As a result,
when describing a position and its recruiting to an employment agency, it is critical that an
employer be as clear and exact as possible. For non-management positions, STL frequently uses
an employment agency.

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Walk-in and Write-in:
Walk-ins are job searchers who come to STL's HR department looking for work; write-ins are
job seekers who send a written enquiry; both groups are often required to fill out an application
blank to establish their interests and talents. Walk-in interviews are used to fill positions at the
field level, such as Area Sales Coordinators and Regional Managers.

Consulting the CV Bank:

The data bank holds the unsolicited applications. If a person's qualities fit the qualifications listed
in the job description, he or she is invited to take a written exam or an interview. If a candidate
matches for a different position, he or she will be contacted for that position in the future.

3.5 Phase 4
Satisfactory pool of Recruits:
When a candidate has proved himself/herself worthy of being going to the next step, then starts
the next stage which is Selection.

Constraints and Challenges:

• When new workers are hired, STL's HR department does not do a background check on them.
As a result, they may encounter problems from that employee in the future.
• STL exclusively provides On-the-Job (OTJ) training to newly hired workers. • The financial
rewards supplied by • STL are comparably lower than those offered by other competing firms,
especially for recent graduates. Non-monetary advantages may not be enough to drive people to
work to their full potential.

Selection:
The first step is to find the suitable applicants. Shortlisted applicants were chosen after choosing
the best resumes. They get a text message containing information on the written test and
interview following the written exam and the interview, the field training is required of chosen
sales officers. They don't do this in the TSO selection process.

1
They won't have to go through any field training, but they will have to go through another
interview. When it comes to RSM and DSM recruiting, final applicants must go out into the field
for a single day and prepare a presentation about their experience.

Recommendations:
 Before allowing an employee to join Square Toiletries Limited, the company must
investigate or learn about the individual's past.
 STL may take some extra measures to help new workers overcome their reservations,
training or a program to inform them of the required personnel.
 Non-monetary advantages may not be enough to drive people to work to their full
potential. As a result, STL might raise its financial perks in order to gain the attention of
potential applicants or workers.
 STL should encourage female applicants to apply and give them priority when sifting
CVs as they have low number of female employees.
 The HR Department should look into the matter of consuming more time in the process
of calling the applicants after their responses very seriously.
 The company could also recruit for campus recruiting, which might result in a large
number of highly educated fresh-starters at the entry-level. The corporation could also
provide seminars at top business schools.
 The company should make available an online CV-posting system, which is a highly
popular and effective technique utilized by major corporations.

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4.0 Conclusion:
Despite the presence of a significant number of global toiletries and cosmetics firms in
Bangladesh, Square Toiletries Limited is doing a fantastic job with its all-around product range.
The toiletries sector contributes to the country's economic growth through its large yearly
turnover, local production, exports, and, most importantly, the creation of jobs. This sector is not
projected to shrink much in the near future because their product line is something that will have
a demand among people virtually indefinitely. The addition of new rivals will make existing
businesses more competitive, strategic, and capable of meeting future difficulties. Square
Toiletries Limited has been in business for ten years and employs a large number of individuals
in various areas each year. They have a fantastic HR staff that is in charge of this enormous
workforce. The HR department is in charge of all vital tasks, including recruiting, labor law
compliance, and the maintenance of all necessary HR operations. They are also doing their
recruiting in a professional manner. This study included an in-depth review of their recruiting
process, as well as training, promotion, and performance assessment, as well as some issue
identifications and recommendations for potential fixes.
Finally, the contribution of the toiletry and cosmetics sectors to the country's economy will
continue to expand. With the support of their productive personnel, Square Toiletries Limited
will manage and continue to flourish from its own position. With the tremendous contribution of
labor, it will continue to contribute to the country's economic growth while also promoting itself
as a prospective recruiter.

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5.0 References
Werther, W. B., and Davis, K., (2021), Human Resources And Personnel Management. (Fifth
Edition), McGraw-Hill series in management.

Home - SQUARE. SQUARE. (2021). Retrieved 2 November 2021, from

https://squaretoiletries.com/

Square Toiletries - Wikipedia. En.wikipedia.org. (2021). Retrieved 2 November 2021, from

https://en.wikipedia.org/wiki/Square_Toiletries

Tahsin, F., (2019), Human Resource Practices of Square Toiletries Limited. School of business
economics. https://pdfcoffee.com/internship-report-on-hrm-practices-of-square-toiletries-
limitedpdf-pdf-free.html

Shuvo, I. M., (2015), Recruitment and Selection Process of SQUARE Toiletries Ltd. Internship
report. http://dspace.bracu.ac.bd/xmlui/handle/10361/4397

Gupta, K. D., (2016), HRM Practices of Square Toiletries Limited. Internship report.
https://pdfcoffee.com/qdownload/internship-report-on-hrm-practices-of-square-toiletries-
limitedpdf-pdf-free.html

Rozario, D. C., (2015), 'Square Toiletries Ltd. ‘ & It’s Recruitment & Selection Process.
Internship Report. https://core.ac.uk/download/pdf/61807015.pdf